Negotiating Change (leadership and management in nursing) Master Program

Shift workers in your industry routinely work three 8 hour shifts 7am “ 3.30pm, 1.30pm “ 10pm (or 3pm “ 11.30pm), and 11pm “ 7.30am. A half hour meal break within these shifts is not counted as working time.
A unit overseas decided to try to change this pattern which they had concluded was not really efficient from a cost and productivity perspective. This unit was in a private hospital and most of the work force did not belong to a Trade Union. The management of the organisation introduced a night shift of 10 hours which meant that in order to prevent rostering staff for 26 hours (10 + 8 +8) a day, there was a need for some staff on each shift to work for 6 hours only. The management of the unit who first introduced this rostering method wrote a glowing article about how efficient it was. Little was heard from the staff on the unit.
You are a Nursing Manager of a medical unit. Senior managers in your hospital have decided to adopt the same shift pattern (i.e. 10 hour night duty and some 8 hour and 6 hour shifts). When you first discuss the change with your staff you find that some staff view this as a positive change but others are more uncertain and a few don t want to change at all. You inform management about this reaction and they agree to allow you to trial this change of shift times for a period of three months and then evaluate it.
At the end of the three month trial period, senior hospital management identified that there had been cost savings resulting from the new shift pattern and declared that it enabled a more efficient use of staff. They informed you that the hospital had decided that the change in shift hours would be permanent and that you should work with staff to ensure a smooth transition towards adopting them permanently.You explain the findings of the senior hospital management in terms of the cost benefit to your nursing staff. However the results of the trial in your unit identified that although some nurses remain positive about the change in shift pattern (because it suits their life style), more now expressed negative views about the change. You know that some staff are members of the relevant Trade Union (the Union). The Union had not been consulted about the trial prior to it being implemented. Staff who perceive the new shift pattern as negative now begin to talk about consulting the Union about these changes. You are concerned about the divisions in the staff that these changes in shift times seem to be causing.
There is not yet a situation of outright conflict however there is grumbling and anxiety amongst the unit s staff about the new shift hours. You are worried that this is also impacting on staff morale. Management, nevertheless, is determined to introduce the new shift pattern as a permanent feature of the work place. Somehow you have to try to negotiate the introduction of the new shift pattern in a way that results in satisfaction of, or at least acceptance by your ward nursing staff. In this assignment you are required to identify a plan of how you will achieve this.
Although you will keep your Director of Nursing informed of the negotiation process you will use, in the first instance your negotiations will be undertaken between representatives of your ward nursing staff who support the change to the new rostering hours, representatives of your ward staff who do not support the change and you as the ward manager. Each of these representatives will be required to report back to their colleagues.
Using some of the literature that you critiqued in the previous assignment and ensuring that you also include some new literature relevant to this second assignment ensure that you respond to the following questions using an essay format for this assignment (you may wish to discuss more than one point in each paragraph):
1) Provide an introduction to the assignment.
2) Identify your overall aims and specific objectives for your negotiations during the change implementation process.
3) Identify and discuss what concerns, interests and goals in the negotiation each of the three parties (i.e. (1) staff who view the change positively; (2) staff who view the change negatively and (3) you as the manager of the Unit) might hold.
4) Identify the potential constraints in the negotiation on each participating group in terms of information, time and power.
5) Identify the strategies (and your rationale for each of these) that you plan to use to undertake and keep the negotiation process going. Explain how each of these strategies will help you meet your overall aims and specific objectives for this transition process.
6) Briefly discuss the attitudes you think representatives of the nurses who support the change and those who are against it might bring to the negotiations and why you think this. Include discussion about what attitudes you will bring to these negotiations.
7) Discuss how you might respond to the attitudes of the representatives for and those against the change, as well as manage your own attitudes.
8) Identify your bottom line in the negotiations.
9) Discuss how you will assess progress in this change process and how you will evaluate your plan.
10) Discuss how you will communicate progress in the negotiations to the unit s nursing staff and your Director of Nursing.
11) Critically reflect and discuss how you will monitor and maintain staff morale during the change implementation process.
12) Identify what you will do if the negotiations at ward level fail.
If however, you achieve resolution of the issues through these negotiations critically reflect on and discuss how you will manage nursing staff who continue to oppose the changes even after they have been introduced permanently
13) Provide a conclusion to your assignment in which you summarise its key points.

MARKING CRITERIA
Essay Structure and cohesion of the paper overall
0 marks
Less than adequate structure and cohesion
2 marks
Just adequate structure and cohesion of paper
3 marks
Structure and cohesion sound and well organised
4 marks
Well structured and paper very well organised
5 marks
Superior structure and clarity, coherent and well organised
The assignment addresses all the elements(1-13) identified for response
3 marks
More than 10 but less that 13 elements have been addressed
5 marks
Not all elements of the assignment have been adequately addressed. .
9 marks
All elements of the assignment have been addressed and there is evidence of a good understanding of the stakeholder interests and overall situation identified in the scenario.
11 marks
All elements of the assignment have been comprehensively addressed, and demonstrate a clear understanding and an ability to reflect on and critique of the situation outlined.
13 marks
All elements of the assignment have been comprehensive addressed and demonstrate a superior understanding and ability to critically reflect on the situation outlined
Responses demonstrate a comprehensive understanding of the phases of the negotiation process and their application in this change situation.
2 marks
There is no or little evidence of an understanding of the negotiation process and its application in this change situation.
4 marks
There is some evidence of an understanding of the negotiation process and its application in this change situation.
6 marks
There is evidence of a good understanding of the negotiation process and its application in this change situation.
9 marks
A clear and comprehensive understanding of the negotiation process and its application in this change situation is demonstrated.
12 marks
A superior, clear and comprehensive understanding of the negotiation process and its application in this change situation is demonstrated.
Responses demonstrate critical reflection on ways to monitor and maintain staff morale in this negotiated change situation.
(25%)
1 marks
There is less than adequate reflection on ways to monitor and maintain staff morale in this negotiated change situation.
3 marks
There is adequate but uncritical l reflection on ways to monitor and maintain staff morale in this negotiated change situation but there.
4 marks
There is good evidence of critical reflection on ways to monitor and maintain staff morale in this negotiated change situation.
6 marks
There is evidence of comprehensive, critical reflection on ways to monitor and maintain staff morale in this negotiated change situation.
8 marks
Critical reflection on ways to monitor and maintain staff morale in this negotiated change situation is comprehensive and detailed.
Use of relevant literature to support responses
(10%)
0 marks
Discussion supported mostly by personal opinion. Poor use of the literature and resource material
2 marks
Inadequate sources cited, too few, or of poor quality, little evidence of scope and depth of reading
3 marks
Sources cited show relevance to the topic, but are limited in scope and/or quality
5 marks
Quality sources cited show relevance to the topic and are used to develop and provide appropriate scope in responses.
7 marks
Sources cited are relevant to the topic and show scope, quality and an ability to take a critical perspective.

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